Combat Weaknesses with Six Hat Method
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The Six Hat Method is a critical thinking exercise. The premise of the six-hat method is that the human brain thinks in a number of distinct ways which can be deliberately challenged, and introduces a structure for groups to think about particular issues.
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Combat Weaknesses with Six Hat Method
- 1. The Six Hat Method Jeremy Borgia
- 2. What is it?
- 3. CombatsThreeWeaknesses of PracticalThinking 1. Emotions 2. Helplessness 3. Confusion
- 4. But How?!
- 5. The Blue Hat Process 1) Before you start, define the purpose of what you are planning to do. 2) Here are some alternative views to start exploring this idea. Start with them and develop your thinking further. 3) Can you explain how you reached that conclusion? 4)What are we trying to achieve and how shall we get there? 5) What learning outcomes should we aim for and how shall we achieve them? 6) How about examining each of these steps and considering its implications? 7)What have we got so far? 8) Clearly define your learning expectations of this lesson or activity.
- 6. The White Hat Objective 1) What information do we have about this issue? 2) What information do we need? 3) Which questions should we ask to get relevant information? 4) Where does the information come from? 5) How shall we analyze and make sense of the data? 6) How reliable is the information? 7) How valid is the information? 8) Is the information relevant to our efforts to understand this concept or to solve this problem? 9) Do we have enough information?
- 7. The Red Hat Intuitive 1) What are your feelings about this issue? 2) How certain are you that this is an accurate account of what happened? 3)What do you find interesting about this? 4)Why do you have preference of A over B? 5) What choices would you like to make? 6)Which course of action would you like to take?
- 8. The Black Hat Negative 1) What is the evidence? 2) Is what we are proposing fair? 3) What is the logic behind what is being proposed? 4) Is it feasible? 5) Why might this plan not work? 6) Is this proposal or approach reasonable in terms of the learning outcomes we are seeking to achieve? 7) What might go wrong if we proceed that way? 8) What are the weaknesses in this strategy? 9) What threats shall we face? 10)What consequences will flow from these actions?
- 9. TheYellow Hat Positive 1) What are the benefits? 2) Why do you think that idea will help solve this problem? 3) What value do you see in this alternative course of action? 4) What is the likelihood that the resources or materials we have will suffice to complete the task satisfactorily? 5) What is the likelihood that this will be accomplished within the time allowed? 6)What contribution can I make to make this work? 7) What is the likelihood that we shall achieve these goals? 8) In what alternative ways can we improve our performance on this task? 9) If we could change the situation, what could we do to make the situation better?
- 10. The Green Hat Creative 1) Generating reactive ideas 2) Generating starting ideas 3) Generating further and better ideas 4) Generating new ideas
- 11. Best Practices
- 12. The Debate Ineffective • “The Effect of InstructionalTechniques on CriticalThinking and CriticalThinking Dispositions in Online Discussion” • no significant difference (ANOVA) in CTS pre- and post- intervention. Effective • Food and AgricultureOrganization of the United Nations (FAO) • Leslie Schreiber
- 14. Works Cited • Kivunja, Charles. "Using De Bono's SixThinking Hats Model toTeach CriticalThinking and Problem Solving Skills Essential for Success in the 21stCentury Economy." Creative Education 6.3 (2015) • Kalelioğlu, F., & Gülbahar,Y. (2014).The effect of instructional techniques on critical thinking and critical thinking dispositions in online discussion. EducationalTechnology & Society, 17(1). • De Bono, E. (1956). SixThinking Hats. Cambridge: Little, Brown and Company. • Mulnix, J.W. (2010).Thinking Critically about CriticalThinking. Educational Philosophy andTheory, 10. • Reynolds, M. (2012). CriticalThinking and SystemsThinking:Towards a CriticalTheory for SystemsThinking Practice. 8th HSSS National and InternationalConference: SystemsApproach to Strategic Management, Thessaloniki.
Notes de l'éditeur
- 1) Before you start, define the purpose of what you are planning to do. 2) Here are some alternative views to start exploring this idea. Start with them and develop your thinking further. 3) Can you explain how you reached that conclusion? 4) What are we trying to achieve and how shall we get there? 5) What learning outcomes should we aim for and how shall we achieve them? 6) How about examining each of these steps and considering its implications? 7) What have we got so far? 8) Clearly define your learning expectations of this lesson or activity.
- 1) What information do we have about this issue? 2) What information do we need? 3) Which questions should we ask to get relevant information? 4) Where does the information come from? 5) How shall we analyze and make sense of the data? 6) How reliable is the information? 7) How valid is the information? 8) Is the information relevant to our efforts to understand this concept or to solve this problem? 9) What other information might be helpful? 10) Do we have enough information?
- 1) What are your feelings about this issue? 2) How certain are you that this is an accurate account of what happened? 3) What do you find interesting about this? 4) Why do you have preference of A over B? 5) What choices would you like to make? 6) Which course of action would you like to take?
- 1) What is the evidence? 2) Is what we are proposing fair? 3) What is the logic behind what is being proposed? 4) Is it feasible? 5) Why might this plan not work? 6) Is this proposal or approach reasonable in terms of the learning outcomes we are seeking to achieve? 7) What might go wrong if we proceed that way? 8) What are the weaknesses in this strategy? 9) What threats shall we face? 10) What consequences will flow from these actions?
- 1) What are the benefits? 2) Why do you think that idea will help solve this problem? 3) What value do you see in this alternative course of action? 4) What is the likelihood that the resources or materials we have will suffice to complete the task satisfactorily? 5) What is the likelihood that this will be accomplished within the time allowed? 6) What contribution can I make to make this work? 7) What is the likelihood that we shall achieve these goals? 8) In what alternative ways can we improve our performance on this task? 9) If we could change the situation, what could we do to make the situation better?
- 1) Generating reactive ideas 2) Generating starting ideas 3) Generating further and better ideas 4) Generating new ideas
- “Typically, a project will begin with an extended white hat action, as facts are assembled. Thereafter each hat is used for a few minutes at a time only, except the red hat which is limited to a very short 30 seconds or so to ensure that it is an instinctive gut reaction, rather than a form of judgement. This pace is believed to have a positive impact on the thinking process, in accordance with Malcolm Gladwell's theories on "blink" thinking.” “De Bono believed that the key to a successful use of the Six Thinking Hats methodology was the deliberate focusing of the discussion on a particular approach as needed during the meeting or collaboration session. For instance, a meeting may be called to review a particular problem and to develop a solution for the problem. The Six Thinking Hats method could then be used in a sequence to first explore the problem, then develop a set of solutions, and to finally choose a solution through critical examination of the solution set.” “White Hat: Review the current process. (5 minutes) Yellow Hat: What’s working well with the process? (10 minutes) Black Hat: What are the weaknesses in the process? (10 minutes) Green Hat: Generate ideas to overcome the weaknesses. (25 minutes) Red Hat: Choose the best five ideas. (3 minutes) Blue Hat: What do we need to do, by when? (7 minutes) Everyone participates equally because the first few minutes in each hat is spent individually and silently writing down responses on 3X5 sticky notes. Then a goaround report occurs as the sticky notes are posted on flip charts, the wall, or somewhere visible. These remain visible the entire meeting.